change

Organizational Change and Development: 

15 F I F T E E N Organizational Change and Development C H A P T E R

Continuous Change at Nokia: 

Courtesy National Board of Antiquities, Finland Continuous Change at Nokia Nokia has continually adapted to its changing environment. The Finnish company began as a pulp and paper mill in 1865, then moved into rubber, cable wiring, and computer monitors. In the 1980s, Nokia executives sensed an emerging market for wireless communication. Today, Nokia is a world leader in cellular telephones.

PowerPoint Presentation: 

Organizational Change: An International Phenomenon 0 10 20 30 40 50 60 70 80 0 10 20 30 40 50 60 70 80 Percentage of Respondents by Country International expansion Reduction in employment Mergers, divestitures, acquisitions Major restructuring Hungary Mexico S. Korea Germany United States Japan (Source: Kanten, R., 1991.)

PowerPoint Presentation: 

Changing People: Some Basic Steps Recognizing the need for change Attempting to create a new state of affairs Incorporating the changes, creating and maintaining a new organizational system Step 1: Unfreezing Step 3: Refreezing Step 2: Changing Current State New State

PowerPoint Presentation: 

Team Building: Its Basic Steps Sensitivity groups Objective data Group members recognize problem Diagnose group’s strengths and weaknesses Develop desired change goals Develop action plan to make changes Implement plan Evaluate plan Process completed if successful if unsuccessful Restart process

PowerPoint Presentation: 

When Will It Occur? Benefit of making change Compared to Cost of making change Change is made Change is not made Amount of dissatisfaction with current conditions Availability of a desirable alternative Existence of a plan for achieving a desirable alternative If benefits exceed costs If costs exceed benefits

Some External Forces for Change: 

Some External Forces for Change Information Technology Globalization & Competition Demography Courtesy National Board of Antiquities, Finland

Force Field Analysis: 

Desired Conditions Current Conditions Before Change After Change Driving Forces Restraining Forces Force Field Analysis During Change Driving Forces Restraining Forces Driving Forces Restraining Forces

Resistance to Change at BP Norge: 

Resistance to Change at BP Norge “SDWTs don’t work on drilling rigs!” “We already have teams!” “This creates more work — will we get higher pay?” “I don’t know how to work in teams.” “SDWTs will threaten my job as a supervisor!” Employees initially resisted self-directed teams BP Norge’s North Sea drilling rigs. AP Worldwide

Resistance to Change: 

Forces for Change Resistance to Change Direct Costs Saving Face Fear of the Unknown Breaking Routines Incongruent Systems Incongruent Team Dynamics

Creating an Urgency for Change: 

Creating an Urgency for Change Need to motivate employees to change Most difficult when organisation is doing well Must be real, not contrived Customer-driven change Adverse consequences for firm Human element energizes employees

Minimizing Resistance to Change: 

Minimizing Resistance to Change Communication Training Employee Involvement Stress Management Negotiation Coercion Minimizing Resistance to Change

Refreezing the Desired Conditions: 

Refreezing the Desired Conditions Creating organizational systems and team dynamics to reinforce desired changes alter rewards to reinforce new behaviours new information systems guide new behaviours recalibrate and introduce feedback systems to focus on new priorities

Change Agents: 

Courtesy of CHC Helicopter Corp. Change Agents Anyone who possesses enough knowledge and power to guide and facilitate the change effort Change agents apply transformational leadership Help develop a vision Communicate the vision Act consistently with the vision Build commitment to the vision

Successfully Diffusing Change: 

Courtesy of CHC Helicopter Corp. Successfully Diffusing Change Successful pilot study Favourable publicity Top management support Labour union involvement Diffusion strategy described well Pilot program people moved around

Organization Development Defined: 

Organization Development Defined A planned system wide effort, managed from the top with the assistance of a change agent, that uses behavioural science knowledge to improve organizational effectiveness.

PowerPoint Presentation: 

Organizational Development: How Effective Is It? 20 30 40 50 Percentage of Studies Showing Positive Changes Individual outcomes (e.g., job satisfaction) Organizational outcomes (e.g., profit) (23.55) (48.70) Organizational outcomes more often benefited from OD interventions than did individual outcomes (Source: Porras and Robertson, 1992.)

Action Research Process: 

Establish Client- Consultant Relations Disengage Consultant’s Services Action Research Process Diagnose Need for Change Introduce Change Evaluate/ Stabilize Change

Parallel Structures: 

Organization Parallel Structure Parallel Structures

Appreciative Inquiry Process: 

Discovery Discovering the best of “what is” Dreaming Forming ideas about “what might be” Designing Engaging in dialogue about “what should be” Delivering Developing objectives about “what will be” Appreciative Inquiry Process

Organization Development Concerns : 

Organization Development Concerns Cross-Cultural Concerns Linear and open conflict assumptions different from values in some cultures Ethical Concerns Management power Employee privacy rights Employee self-esteem Consultant’s role

PowerPoint Presentation: 

The Ethics of OD: Summary of the Debate OD is unethical Imposes values of the organization; coercive and manipulative Potential for abuse OD is ethical The imposition of values is an inherent part of life, especially on the job Abuse comes from individuals, not from the technique itself, which is neither good nor evil

Discussion of Activity 15.3 Strategic Change Management: 

Discussion of Activity 15.3 Strategic Change Management

Scenario #1: “Greener Telco”: 

Scenario #1: “Greener Telco” Scenario #1 refers to Bell Canada’s Zero Waste program, which successfully changed wasteful employee behaviours by altering the causes of those behaviours. Courtesy of Bell Canada

Bell Canada’s Change Strategy: 

Bell Canada’s Change Strategy Courtesy of Bell Canada Relied on the MARS model to alter behaviour: Motivation -- employee involvement, respected steering committee Ability -- taught paper reduction, email, food disposal Role perc. -- communicated importance of reducing waste Situation -- Created barriers to wasteful behaviour, eg. removed garbage bins

Scenario #2: “Go Forward Airline”: 

Courtesy of Continental Airlines Scenario #2: “Go Forward Airline” Scenario #2 refers to Continental Airline’s “Go Forward” change strategy, which catapulted the company “from worst to first” within a couple of years.

Continental Airlines’ Change Strategy: 

Continental Airlines’ Change Strategy Communicate, communicate, communicate Introduced 15 performance measures Established stretch goals (repainting planes in 6 months) Replaced 50 of 61 executives Rewarded new goals (on-time arrival, stock price) Customers as drivers of change Courtesy of Continental Airlines